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Self-Renewing Secondary Schools: The Relationship between Structural and Cultural Change.
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Hannay, Lynne M.; Ross, John A. – 1999
This paper explores the deep-reform efforts of 9 secondary schools over a 3-year period. The reforms occurred in an Ontario, Canada, school district that empowered their secondary schools to develop site-specific organizational structures that deviated from the traditional subject, departmental structure. The sample for the study included all…
Descriptors: Context Effect, Educational Change, Educational Environment, Foreign Countries
To the Barricades: The Relationship between Secondary School Organizational Structure and the Implementation of Policy Initiatives.
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Hannay, Lynne M.; Erb, Cathy Smeltzer; Ross, John A. – International Journal of Leadership in Education, 2001
Explores the relationship between (Ontario) secondary-school organizational structures and implementation of legislated change initiatives. Examines the role of individuals responsible for implementing two legislated curriculum innovations: curriculum integration and performance-based assessment. Implementing whole-school or subject-based…
Descriptors: Department Heads, Departments, Educational Change, Foreign Countries
Building Change Capacity within Secondary Schools through Goal-Driven and Living Organisations.
Peer reviewed Peer reviewed
Hannay, Lynne M.; Erb, Cathy Smeltzer; Ross, John A. – School Leadership & Management, 2001
Examines change capacity within one restructuring Ontario school district, employing the notions of chaos theory and a living organization. Analyzed 5 years of longitudinal quantitative and qualitative data to understand effects of organizational change on the whole school. School leadership teams worked differently, depending on context.…
Descriptors: Chaos Theory, Context Effect, Department Heads, Foreign Countries